Published on 25 Mar 2025

Māori AOD workforce strategy tackles critical staff shortages

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Whare Tukutuku needed an action plan for the next five years to help progress the goals and aspirations outlined in their recently refreshed strategic framework. We engaged 47 sector participants to create Whakangungu Rākau—a comprehensive action plan with 25 specific actions that guides Māori AOD workforce development and improves care equity for whānau experiencing addiction-related harm.

We spoke with 47 sector participants using culturally appropriate methods, ensuring Māori voices shaped the strategic direction and delivered both a comprehensive action plan and visual summary, enabling effective sector-wide communication and uptake

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The project successfully delivered Whakangungu Rākau: Māori Alcohol and Other Drug Workforce Action Plan 2024 - 2029. This comprehensive framework now serves as a roadmap for intersectoral investment, with specific actions designed to be accessible and actionable across diverse stakeholder groups.

A Workforce in Crisis

Whare Tukutuku operates as the National Māori Addiction Centre within the korowai of Te Rau Ora. They champion a 'by-Māori, for-Māori' approach to addressing alcohol and other drug challenges. Their mission centres on supporting whānau working in the AOD space to improve equity of care, while encouraging those with lived experience to join a recognised, connected workforce. 

As the Te Hau Mārire strategic framework approached its 2025 endpoint, the organisation recognised they needed a comprehensive action plan to guide workforce development over the next five years. 

The Māori AOD workforce faced several interconnected problems: 

 

  • Website Generic Icons 1200x1200 GREEN 31 Staff shortages - there were not enough kaimahi to meet current demand, let alone projected future needs.
  • Website Generic Icons 1200x1200 GREEN 31 Ageing workforce - 52% of kaimahi were between 45 - 59 years old, creating succession planning concerns.
  • Website Generic Icons 1200x1200 GREEN 31 Cultural loading - extra responsibilities were being placed on Māori kaimahi outside their job descriptions, creating unsustainable work environments without appropriate support or pay.
  • Website Generic Icons 1200x1200 GREEN 31 System uncertainty - Government restructuring, including the disestablishment of Te Aka Whai Ora, created uncertainty around future health system architecture and funding arrangements.
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Cultural foundations first

Successfully addressing these complex, interconnected challenges required deep expertise in Māori cultural principles and mātauranga Māori approaches to workforce development. The project demanded intimate knowledge of the AOD sector's stakeholder landscape, proven experience with 'by-Māori, for-Māori' engagement methods, and understanding of Te Tiriti o Waitangi obligations. 

We prioritised mahi tahi principles and authentic relationship building throughout the engagement process. We structured the work around three key phases that honoured cultural protocols while delivering strategic outcomes. 

  • Phase 1 - Building cultural foundations: we established working relationships through proper cultural protocols, including mihi whakatau and karakia as desired by host groups. This ensured whanaungatanga development preceded task-focused activities. 

  • Phase 2 - Comprehensive sector engagement: We conducted 10 online interviews and two face-to-face workshops in Ōtautahi/Christchurch and Pōneke/Wellington. This engaged 47 participants representing the full spectrum of AOD stakeholders from practitioners to funders. 

  • Phase 3 - Integrated analysis and planning: we combined stakeholder insights with analysis of more than 20 contextual documents and existing strategic frameworks. This ensured the action plan would be both culturally grounded and strategically coherent. 

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Critical Workforce gaps revealed

The engagement process revealed several critical workforce challenges that required immediate attention. The sector was experiencing a genuine crisis, with the situation amplified for Māori when applying an equity lens. 

  • Limited workforce data hampered planning - only 299 Māori addiction practitioners were registered with DAPAANZ out of 883 total practitioners nationwide. This limited data about the Māori AOD workforce made strategic planning particularly challenging. 

  • Cultural loading created unsafe conditions - cultural loading was creating unsafe working conditions for kaimahi Māori, who faced extra responsibilities without appropriate recognition or support. 

  • Training gaps left communities behind - training and development opportunities were insufficient, particularly in rural communities. There were limited accessible pathways for emerging kaimahi to enter the profession. 

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The impact of this work extends beyond planning - the process itself strengthened sector connections and created momentum for collaborative action.

Five cultural outcomes to drive change

We addressed these challenges through a comprehensive framework organised around five cultural outcomes that formed the basis of Te Hau Mārire strategic framework. We developed 10 strategic goals with 25 specific actions spanning wānanga: recruiting and retention, mātauranga: skills development, rangatiratanga: leadership, kotahitanga: sector connections and rangahau: research and monitoring. 

Each action was designed to be implemented by various contributors including service providers, government agencies, professional bodies and training institutions. This ensures sector-wide ownership and sustainability. 

  • Strategic clarity established - we established clear direction for workforce development with 25 specific actions that address immediate challenges while building long-term sector resilience. 

  • Cultural integration embedded - we embedded mātauranga Māori throughout the planning framework, ensuring cultural and clinical elements are properly balanced in workforce development approaches. 

  • Sector mobilisation achieved - we created shared understanding and opportunities for investment and commitment across diverse stakeholders, from practitioners to government agencies. This established the foundation for coordinated implementation efforts. 

Interconnected coloured pathways forming abstract network diagram
Interconnected coloured pathways forming abstract network diagram